Featured Knowledge Management Articles

by John M. Leitch, Philip W. Rosen

To
compete well in the emerging economy, it is imperative that
firms improve the effectiveness of their knowledge processes.
Knowledge Management (KM), the Chief Knowledge Officer (CKO),
and the Certified Knowledge Manager (CKM) are the tools
with which to improve these processes.

by Douglas Weidner

by Maria Seddio

The
concept of learning before, during, and after any event or
project was introduced as a Knowledge Management (KM) initiative
at British Petroleum in the mid 1990s and has been used
successfully in many companies since. A variety of tools were
adopted to support these learning processes. “Peer assists”
facilitated learning before, “after action reviews” contributed
to learning during, and “retrospects” offered learning after the
project. The “Knowledge Asset” (KA) was the tangible KM product.
It is the core repository for explicit organizational knowledge
and expertise.

by Yogesh Malhotra, Ph.D.

Technology
is the easier part of the Knowledge Management equation. The
more challenging parts are keeping technology, as well as the
business processes and business models built upon it, in sync
with the radically changing business environment and the
evolving psyche of modern organizations and modern knowledge
workers. This online book is intended to help ensure that
implemented information technologies and systems do not get
relegated to the heap of 'project failures' and 'missed targets'
that increasingly characterize the landscape of organizational
transformation.

OOLS
FOR A REAL KNOWLEDGE MANAGEMENT PAYOFF
KNOWLEDGE MANAGEMENT, CKO, AND CKM: THE KEYS
TO COMPETITIVE ADVANTAGE
CREATING A KNOWLEDGE-BASED ORGANIZATION
KEY KNOWLEDGE AREAS FOR BOARD DIRECTORSExcerpt
from Corporate Boards: Strategies for Adding Value at the Top
WHY SMART MANAGERS DO STRANGE THINGS:
GETTING THE CRAZINESS OUT OF THE ORGANIZATION

SUSTAINING STRATEGIC COMPETITIVE ADVANTAGE
THROUGH ORGANIZATIONAL CHANGE AT MERCK
WORK AND LIFE BALANCE